If you’re like me, you learned about David Allen’s GTD method about 10 years ago. While not an early adopter (since GTD was published in 2002) there was still some geeking out on this new productivity method.
Then there are a number of you who don’t care. You don’t need a method for GTD. You just put your head down and get things done. No need for tricks, tips or frills. (Boy, do I envy you!)
Regardless of where you land on either side of the conversation, I want to highlight the imperative key to unlocking productive action. Namely, Clarity.
Okay, Alan. Clarity seems like a broad concept to state as “the key” to GTD.
I’ll clarify by sharing a familiar scenario:
- Manager hires new team member that has industry experience, but from a different culture and business approach.
- On-boarding ensues and new hire is given information about company culture, industry approach, and his/her responsiblity.
- Post on-boarding new hire is expected to get after it.
- In the first two to four weeks, the new hire is scrambling to keep learning. Working to grasp company tools, tactics, contacts (internal and external), culture, etc.
- In the first two to four months, the new hire is feeling tired, colleagues may feel like he/she is not pulling their weight, and the direct manager is likely unclear why the new hire seems to be producing “so little”.
Let’s end the scenario right there. While we could go on let’s get straight to the solution.
The Key to GTD
The missing clarity that I was highlighting early is this. As leaders, we must understand our personal wiring, have sharp tools, but most importantly get REALLY clear on communicating expectations.
What does that look like practically?
Good question. The foundation of GTD is having…
- A clear understanding of the objective (and number of them)
- Proficiency to prioritize said objectives in order of importance
- Competency to accurately execute action
I really like how the military has modeled this for us. They make it even more simple. Prioritize and Execute.
Quality GTD Leadership
My point here is that most of the time we get caught up with someone not GTD in the same manner that we do. Or a person prefers different tools than we like. The reality, as the leader, is that our job is to make crystal clear what the concrete expectations are.
Are we so clear that when a team member begins to “drop the ball” there is no doubt that you set them up for a “Win”? Or is there reasonable doubt that they were not given a fair shake in GTD. Much of the time we burn through employees because we deem them unsuitable for a job when in reality they were never given the clarity they needed to be successful.
Once we’re crystal clear in communication, setting concrete expectations, etc. Then we will adequately know if someone is not a good fit. Instead of throwing the baby out with the bathwater.
Do you disagree with my GTD assessment?
I welcome feedback or even pushback!
Pulling for you,